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Case Study
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Case Analysis -Nintendo

Case Study Instructions:

One page of Case Analysis write-up. Select only (1) Questions from the "Case Question Guide". Using the information from the slides of class.

CASE QUESTION GUIDE  Case # 25: Nintendo’s Wii  Please use concepts and theories covered in class (through Chapters 2 and 3, i.e. Porter’s Five Forces, Resource Based View, Value Chain Analysis) when you tackle following strategic questions.  You are encouraged to go beyond the information provided in the case (library sources, recent news articles about the company) when drafting your strategic analysis.  Questions: 1. What were key forces in the (1) general and (2) industry environments? (Chapter 2) 2. What internal resources and assets did Nintendo have that gave it a competitive advantage? (Chapter 3) Was the competitive advantage sustainable? Why? 3. How did Nintendo compete? How did competitors’ moves affect Nintendo?  4. Going forward, what do you suggest Nintendo? 

Case Study Sample Content Preview:
  Nintendo Case Analysis Student’s Name Institutional Affiliation  
Nintendo Case Analysis In chapter three of the “Strategic Management: Text and Cases” by Dess et al. (2012), it is evident that some firms outperform others due to the availability of internal resources (Dess, Lumpkin, Eisner, & McNamara, 2012). In the scenario at hand, Nintendo had both tangible and intangible resources, which is the reason why it managed to come up with the Wii U product. The Wii U console revolutionized the gaming industry and enabled Nintendo to gain a competitive advantage. Nintendo’s assets and internal resources significantly contributed to the development of the Wii U gaming console, which helped the company to rise at the top of the gaming industry. Since the firm was established in 1889, it had been improving its products gradually, earning it a good reputation in the gaming sector (Negishi & Inagaki, 2014). As such, Nintendo accumulated finances, implemented the right technology, and bought equipment to meet its strategic decisions (Dess, Lumpkin, Eisner, & McNamara, 2012). The firm’s total current assets amoun...
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